When I asked a general counsel recently what were some of the key competencies expected of someone in her position, she immediately replied, “Managing people.” With barely a pause, she continued, “You don’t find this competency passed down in law firms. When I went in-house, it struck me how much my company paid attention to developing its leaders internally. I never found this when I was in law firms.”
How accurate a picture this may paint of Singapore’s legal industry today is up for debate, but it is undeniable that qualities like leadership aren’t often taught in legal workplaces. Oh, but you may say, qualities like these are “caught”. Most learning comes from on-the-job observation of your seniors, learning and doing as they do. It does however raise the question as to whether this “role-model” form of learning may be the only way to learn how to be a leader.
The role of a leader may not come naturally to someone who has exceptional legal skills and the sharpest legal mind. As you move up the ranks from associate to partner, or from junior counsel to general counsel, you learn more soft skills such as managing clients or stakeholders. This comes as you assume a higher station or job title. However, a leader is not just the one who has formal authority. True leadership comes only if you can effectively influence, inspire and guide others, while navigating the ethical and strategic challenges inherent in legal practice.
Leadership in today’s legal landscape is challenging. It demands adaptability, emotional intelligence, and the ability to grow alongside an organisation. Leaders must master the psychology of power, read and navigate relationships in the workplace, and foster a culture that aligns with organisational goals. Furthermore, modern leadership also requires understanding the motivations of younger team members, such as Gen Z, and mentoring them effectively. Then there is the need to balance these against external pressures of a rapidly evolving legal environment and the need to drive the legal business forward.
Leadership needs to be intentionally learnt. And not just learnt once, but through cycles of reflection and adaptation. What makes learning even more valuable is when there is the opportunity to share with and learn from the experience of other leaders, to bounce ideas and trigger further inspiration. Today, if you are a leader (whether the role comes with a title that confers you formal authority or not), consider if leadership training is something you owe to yourself, and by extension, your team to start on.
If you are keen to hone your leadership skills, the SAL-INSEAD Legal Leadership Programme offers one such a transformative learning experience. This two-day seminar and masterclass, to be held on 10 & 11 April 2025, is designed to equip Legal Leaders with the tools and insights needed to excel in their role as Inclusive Legal Leaders. Now in its 9th year, the programme has proven its impact for leaders in the legal industry. Click here for highlights from the 2024 SAL-INSEAD Legal Leadership Programme.